Perhaps it goes without saying, but it is important to note here: positive behaviors build relationships and negative behaviors destroy relationships. We’ve discussed in this blog the 3:1 feedback ratio. This ratio says for every piece of negative feedback you give, you need to give three bits of positive feedback. Of course, the positive and … Read more
Building and maintaining positive relationships take work and intentionality. Needless to say, relationships are easier in the absence of strong emotion and conflict. But when conflict leads to strong emotions, we have a prime opportunity to build trust and strengthen those relationships. On the flip side, when conflict results in emotional flooding, the human tendency … Read more
This is one of the best articles I’ve read on this topic. You can tell it was written by someone with an advanced degree—there is some complexity in the language—but it is all in pursuit of precision, so I can get behind that. Something new I learned from this article: It works to pay managers … Read more
In my work with teams who make decisions together about tactics, strategy, and personnel, logical fallacies and cognitive biases show up, so I’m going to write a few posts about some of the most common. This is the eighth post in this series. You can find links to the first seven posts at the bottom … Read more
In my work with teams who make decisions together about tactics, strategy, and personnel, logical fallacies and cognitive biases show up, so I’m going to write a few posts about some of the most common. This is the seventh post in this series. You can find links to the first six posts at the bottom … Read more
Phil Hartman was one of my favorite comedians, actors, and SNL players. Over the course of his career, he started playing a lot of characters with radio announcer voices, like Troy McClure on The Simpsons. On a Mother’s Day episode of SNL, Phil asked his mom something like, “Mom, I was wondering, what does my … Read more
In my work with teams who make decisions together about tactics, strategy, and personnel, logical fallacies and cognitive biases show up, so I’m going to write a few posts about some of the most common. This is the sixth post in this series. You can find links to the first five posts at the bottom … Read more
Human beings don’t like uncertainty. Uncertainty brings with it a higher possibility of change, which humanity also doesn’t like. “The way it has always been” is a source of security and comfort; it quells our natural anxiety and makes life predictable. Change is difficult, because we unconsciously believe longevity equals good or best. The opposite … Read more
In my work with teams who make decisions together about tactics, strategy, and personnel, logical fallacies and cognitive biases show up, so I’m going to write a few posts about some of the most common. This is the fifth post in this series. You can find links to the first four posts at the bottom … Read more
Do you—or someone on your team—say “sorry” a lot? I’m not talking about apologies for infractions. Instead, I’m referring to the reflexive “sorry” uttered habitually when slightly late. Or smoothing the way after a potential minor offense. There is some research that supports the idea that frequent use of the word “sorry” can negatively impact … Read more